How well does your organization respond to changing market conditions, customer needs, and emerging technologies when building software-based products? This practical guide presents Lean and Agile principles and patterns to help you move fast at scale—and demonstrates why and how to apply these methodologies throughout your organization, rather than with just one department or team.

Through case studies, you’ll learn how successful enterprises have rethought everything from governance and financial management to systems architecture and organizational culture in the pursuit of radically improved performance. Adopting Lean will take time and commitment, but it’s vital for harnessing the cultural and technical forces that are accelerating the rate of innovation.

Discover how Lean focuses on people and teamwork at every level, in contrast to traditional management practices

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About the Author

Jez Humble is co-author of Continuous Delivery (Addison-Wesley), the Jolt Award-winning book in Martin Fowler’s signature series. He began his career at a startup, and then spent 10 years at ThoughtWorks, building products and consulting. He now serves as a Vice President at Chef, and teaches at UC Berkeley.

Joanne Molesky is a Principal Consultant with ThoughtWorks, where she works on internal IT Risk and Compliance, and provides consulting services to clients in the area of continuous delivery and process improvement, particularly as it applies to controls, risk, and compliance. She holds CISA and CRISC certifications from ISACA.

Barry O’Reilly works with ThoughtWorks, consulting with leading global organizations on continuousimprovement using lean and agile practices and principles. He has been an entrepreneur, employee, and consultant. His passion is business model innovation, product development, organizational design, and cultural transformation.

Full of anecdotes and evidence, and levels wonderful criticism at the incumbent graying behemoths with their pathological cultures, so that at least when you fail to make dent you can reap some sense of schadenfreude from their inevitable bankruptcy, or bail out.

Articulate book that shares many thoughts on how to use technology (people, suppliers, processes and the fun stuff) based on agile and lean such that your organisation and customers benefit. Best part is the manner it respectfully treats the alliance between Operations, ITIL and Dev with the business to create this mix iteratively over time. If you are a leader or manager, this book has a section to help with excellent examples to aid in the journey.

Intro is perhaps not the right word, it's far too detailed for that. I feel more like I've been studying for an MBA in Lean led by some excellent professors. What that should tell you is that this is not an easy read simply because there's so much content and knowledge to get your head round. It's also an excellent overview of the other lean literature that's around. I found the need to frequently take notes just not to forget the latest nugget I'd read.

If you manage software teams (or IT teams) in any environment (more than 5 people) you *need* this book. This is a great, slightly technical review of how software projects should be managed processes to use (such as CI/CD - which every team should be using anyway) and some incredible references..

Every so often you pick up a book that immediately draws you in. This is one of them. It strikes the perfect balance between theory and practice (slightly more of the latter) and it brings together a lot of modern but slightly disparate ideas into a cohesive whole.

An excellent book. There is so much in here, so clearly explained. Brings together a number of disparate modern concepts related to working in and managing IT in a large organisation. I have made hundreds of notes and now need to find a way to develop these ideas within my own firm. I cannot recommend this book highly enough.